Adaptation period for a new employee - how long it is, methods and desired results

Adaptation is the process of adapting an employee to work in a new organization. Every person, student or experienced worker, experiences stress when changing jobs. People tend to worry whether they will cope, whether they will be able to establish relationships with colleagues, how interaction with management will develop. Few people can immediately get involved in work; according to a Superjob study, it takes one to four months to get used to a new place.

It is important for the employer that the adaptation of new employees is quick and painless. Most people who quit in the first 6 months of starting a job made the decision to do so in the first 2-3 weeks. Successful adaptation of personnel would avoid the costs of finding and training employees to replace those who quit.

Adaptation goals:

1. Cost reduction - the faster an employee integrates into the work environment, the faster he will work effectively.
2. Reduce employee turnover: If a new employee feels uncomfortable in the workplace, he may start looking for a new job.
3. Saving time for the immediate manager: adaptation according to a specific algorithm helps different departments of the organization interact better to immerse the newcomer in the work environment.
4. Reducing the stress level of a new employee.
5. Increasing employee job satisfaction.

Ways to speed up employee adaptation

In order to significantly reduce the adaptation period, there are several ways, but they all follow two paths.

The first is to speed up the employee’s memorization of the knowledge necessary for the vacancy.

The second way is to directly reduce training time. These paths are closely interconnected and if they are assimilated, the organization will definitely achieve the desired result.

Here are the methods used for this.

Speeding up memorization

• Structuring information into flowcharts. In order for the information to quickly “sort out on the shelves” in the employee’s head, it is better to use bright, even illustrated cards. Visibility speeds up the process.
• Training videos. It has been proven that using such videos can reduce time from five hours to 1. It is not for nothing that training sessions in video format are gaining more and more popularity, and YouTube is recognized as the most visited resource. This trend came from large American corporations.
• No long and boring instructions. Everything is schematic, bright and clear. This is especially true with the rapid development of the company and an innovative approach to building a business. Often such accelerated methods of employee implementation are used in “Turquoise” companies.
• Independently find answers to questions of interest. This does not mean at all that you need to leave the newcomer “to the mercy of fate.” The task of the trainee staff is to ask the newcomer non-standard questions, the answers to which he must look for on his own. This is done because knowledge obtained in this way is assimilated many times easier and more thoroughly.
• FAQ. These are pre-systematized and collected into a single database answers to the most popular questions. This will allow the new team member to independently find the information of interest and save the time of colleagues introducing him to the situation.
• Oral case histories from practice . Sometimes such stories with funny and sometimes absurd situations work much better than the direct prohibition “You can’t do that!”, And the fact that they are remembered much easier and is not worth mentioning.
• Step system. This approach is relevant if it is impossible to effectively reduce the amount of information. In this situation, knowledge is “given” in doses and the beginner moves to the next level only after mastering the current one.

Cutting-edge trends to accelerate adoption

• Training in Telegram. With the help of Chatbots, you can create a controlled program for becoming an employee in a new organization. The chatbot is designed in such a way as to guide the trainee through all levels of adaptation, and this is done as clearly and step-by-step as possible. In addition, possible questions that may arise during the internship are immediately loaded into it.
• Test drives of the employee's real responsibilities. Such test cases are an analogue of the employee’s real responsibilities; after passing such a “test drive,” the newcomer receives an assessment of his knowledge and skills, and the manager makes a conclusion whether the trainee is ready for real responsibility. Such cases are a bit like test certification, but adjusted for time and technology. It's like an online reality simulator.
• Quests. This type of leisure is gaining more and more popularity, and in the West they have managed to use quests to speed up the training process for employees. Solving business problems in a game format helps to better remember information, assimilate tasks and create a positive impression of the company as a whole.
• Microlearning. A method of conveying information to students through a series of short courses or modules rather than through a long and labor-intensive educational program.

We save the manager’s time - how to minimize the participation of the “mentor”

This point reveals ways to save time for other team members involved in staff training.

There are several methods for this:

• Distance learning. There are a lot of ways for this type of adaptation - from the same telegram bot to interviews and training on Skype, video lessons and test drives can also be safely included in this article, as well as extremely effective LMS systems that allow you to control the learner at all stages.
• Plan with built-in tasks. Creating such a “guide” with tasks outlined almost minute by minute helps to reduce the time of the mentor’s participation and cultivate independence, initiative and responsibility in the future employee.
• Learning Skills - Pre-Internship Screening. From this point it follows that before hiring and the start of the adaptation period, you should pay special attention to the ability to perceive and assimilate information. These are the following qualities: – ability to analyze data – desire to self-develop and focus on this. – acceptance of responsibility

The presence of all these qualities is the key to quick learning and, as a result, saving time for the employer and existing staff.

What influences adaptation?

• The company's openness to the arrival of newcomers to the team.
• Organization size: In a small organization, onboarding new employees is less formalized.
• Corporate culture – how open it is, how logically structured it is, and whether there are ready-made integration algorithms.
• The psychological climate in the team, in a friendly environment, adaptation occurs faster.
• Management skills, both from the immediate supervisor and from senior management.
• Motivation of a new employee - whether he is committed to short-term cooperation or plans to work as long as possible.
• A position with great responsibility and an impressive amount of work requires a long adjustment period.
• Personal characteristics of a newcomer - emotional intelligence, communication skills, education, qualifications.
• Compliance of skills and professional competencies with the position held.

What is adaptation

Communication with the team

Each company develops and implements its own methods and techniques to help quickly adapt a new employee. The purpose of these methods is to create conditions under which the adaptation process will take place much faster, after which a person will begin to work with efficiency.

If this does not happen, the newcomer may be tempted to quit immediately after being hired. The introduction of an adaptation program can reduce staff turnover, clearly present the employee’s professional tasks, and reduce the natural adaptation time of a new employee.

The adaptation process is a two-way process. On the one hand, an employee who gets a job takes responsibility for the decision he makes. On the other hand, an enterprise, when hiring a newcomer, assumes obligations.

Types of adaptation:

Adaptation can be primary , if an employee starts work for the first time in his life, and secondary , when he already has work experience. However, this division does not cover all the directions in which employees adapt to the new environment. If we consider this process in more detail, we can distinguish the following types of adaptation:

1. Social adaptation – familiarization with the “company atmosphere”, integration into the social environment, acceptance of norms of behavior, active interaction with this environment. 2. Production adaptation - inclusion of an employee in the production process, study of labor standards and production conditions, this includes getting used to new technology and software, studying a CRM system. 3. Professional adaptation – acquisition of new knowledge and skills needed in a new place of work, assessment of growth prospects, opportunities for training and advanced training. 4. Physiological adaptation – adaptation to new working conditions, schedule, loads. 5. Psychological adaptation – building relationships with the team and management. 6. Organizational adaptation - the study of interaction mechanisms in the organization: who can be contacted with this or that question, who reports to whom. Its result is a clear understanding of your place in the company structure. 7. Economic adaptation is the process of getting used to the system of material incentives and the level of payment.

Psychological support for the adaptation of a young employee at the enterprise

Psychological adaptation in a new workplace is an adaptation to the personal environment of the organization and the team. It is expressed:

• in the entry of a new employee into the workforce,
• in their assimilation and acceptance of the norms of life of this collective,
• in consolidating and developing your skills,
• in achieving the status of a full member of the team of employees,
• in achieving a psychological comfort zone.

Psychological support for the adaptation of a young employee at an enterprise can be considered in a broad and narrow sense.

The broad meaning implies that adaptation refers to any interaction between the employee and the environment that leads to the harmonization of structures, functions and behavior.

In a narrow sense, adaptation means the relationship of an individual with a certain small group. That is, a person is part of a small group and adapts to its norms, rules, relationships, and also tries to occupy a certain place in it.

The goal of the psychological support system for young employees at the enterprise is to reduce the costs of the enterprise due to the accelerated process of a new employee entering a position and reducing staff turnover.

Three approaches to adaptation

1. “Optical” - “you work, and we’ll look at you.” This approach cannot be called successful. Employers who choose it prefer to discuss the employee's salary and responsibilities after looking at him in action. There is practically no training; a beginner gets to work right away. If he doesn't fit, they hire someone else. For a new employee, this can result in frustration and a feeling of being unwanted.

2. “Army” - “hard in training, easy in battle.” The probationary period becomes a real test of survival - the newcomer is given complex and responsible tasks, but is not explained how to complete them. Under these conditions, only the most purposeful remain. The employee who was not suitable is parted with and a new one is hired. This method has negative consequences: after joining the staff, the new employee relaxes or begins to “revenge”. Newcomers in such organizations are treated with hostility or tried not to notice - it is unknown how long they will last. Thus, an attempt to hire the best personnel results in the long term in a bad attitude towards work and conflicts in the team.

3. “Affiliate” – “we will help.” This approach is the result of an effective personnel policy. The employer realizes that there are no ideal candidates, does not delay the search, but chooses the most suitable person for the position. Entry into work is as smooth as possible - the employee is trained, introduced to the organization, and assigned a mentor so that he can ask him his questions.

Vladimir Trofimenko , General Director of the Mankiewicz representative office in Russia and the CIS countries, Member of the Strategic Council for Investments in New Industries under the Russian Ministry of Industry and Trade:

“Our project management system was implemented in a natural, organic way and was based on the desire to achieve the company’s goals. We do not have a department that could deal with personnel adaptation. Instead, a “start-up” system has been introduced. They are formed based on the psychophysiological characteristics of each participant and are based on continuous training of team leaders who monitor balance, clear planning and hierarchy within the team. With this approach, the effectiveness of an entire department is always greater than the sum of the abilities of its constituent employees. Each startup is recruited for a specific project, and its duration depends on the deadline for completing the task. As soon as one startup closes, a new one is immediately formed, with a different composition of employees. Thus, the new employee does not go through a long adaptation process, but immediately gets to work and gets to know his startup colleagues. When the task changes, the newcomer begins to delve into the specifics of the work of another startup and works with other colleagues. It is quite difficult to accept a structure where there are no instructions for staff, a percentage of sales and penalties. But the results speak for themselves: at Mankiewicz, our average employee tenure is 12 years, and there is no staff turnover that plagues Russian companies. Many stay with us after coming for an internship for the first time as students. This means that the system confirms its effectiveness.”

Stages of “becoming” an employee in a company

Adaptation is usually divided into three stages:

1. Pre-adaptive. At this stage, a detailed assessment of the newcomer’s knowledge and skills is carried out and, according to the data obtained, an adaptation plan is drawn up and a program for introducing a person into the process is built.
2. Orientation. It includes two stages - simple and effective. A simple orientation is an introduction to the employee’s business – an explanation of the simplest rules and regulations of the company, the way of work, and an introduction to the team. It has been noticed that adaptation takes place many times faster if the first acquaintance takes place in a non-work environment. This makes it easier for a person to join the team. Effective orientation is the direct activity of a newcomer to the company. At this stage, the employee shows what he is capable of and applies the acquired skills, showing himself “in action.” During the period of effective orientation, it is especially important to monitor the newcomer, receiving information from him - whether he understands the process and whether difficulties arise. If at this stage you let the employee “free float”, then there is a high risk of poor-quality work or errors associated with a lack of understanding of the essence of the work.
3. Functional stage. The final adaptation period, during which the newcomer becomes a full-fledged member of the team and performs 100% of the workload.

At all three stages, it is extremely important to monitor the person and bring them up to date in detail and at the same time tactfully.

It is during the adaptation period that the employee decides whether this is “his” job or whether it is worth looking for another vacancy. The following are the main reasons for employee dismissal during the adaptation period and immediately after it:

• the tasks assigned to the employee are not clearly defined. In other words, a person simply does not understand what they want from him;
• there is no understanding of communication methods, how and who to contact for explanations, from whom to obtain coordination of actions;
• there is no understanding of the goals, ways and means of achieving them, or lack of goal orientation in principle;
• insufficient financial motivation. In simple words, the newcomer believes that this functionality is worthy of higher wages;
• the lengthy internship procedure or the complexity of the adaptation process itself.

Stages of adaptation

1. Introduction. This usually takes place during a probationary period. The employee gets acquainted with the goals and objectives of the company, corporate culture, and team. He analyzes whether his expectations and career goals coincide with what the employer offers, and makes a conclusion whether to stay with the organization. The employer evaluates potential capabilities and professional competencies to understand whether the employee is suitable for this position. Depending on the decision made, the personnel department prepares documents on the admission of a new employee to the staff or on dismissal.

2. Device. This stage lasts from a month to a year. Its duration depends on the complexity of the work, the expected level of responsibility, the assistance provided to the employee by colleagues, subordinates, management and the personnel department. Storekeepers adapt the fastest (27 days); for office managers and secretaries, this process takes 46-47 days. Sales managers, accountants and executives get used to a new place of work in 80-82 days. Programmers (102 days) and HR employees (100 days) take the longest to adapt.

3. Assimilation. The employee is accepted by the team and is well aware of his place in the team. Its effectiveness increases. At this stage, the employee can determine for himself which tasks are important and priority, and which are routine.

Socialization

Rule one - start with yourself

On the first day in a new place, invite a person to your place and have a conversation with him . Tell us about the company, its structure, corporate culture, features of the area of ​​work. Take him through the departments, show him where and what is located. This is clear to you as a manager and you know where the HR department is, where the accounting department is, and where the restroom is. But for the new guy, no! There is no need for him to waste time looking for the necessary office - let him better study his job responsibilities.

Rule two - introduce the new employee to the team

As a leader, you should do this too. Let us immediately warn you against a common mistake. Do not use the school format, when a new student is put at the blackboard and told to the whole class: “Meet, this is Masha, our new student.” Such an acquaintance is extremely stressful. And starting dating with stress is not the best idea. Therefore, we advise you to do differently.

At first, it is better to assign a new employee to an experienced mentor. We will return to these questions below when we talk about professional adaptation. And now the main thing is getting to know each other. Invite them both into your office and introduce them to each other. And let them go to work. Believe me: they will figure it out on their own without you. And they will become acquainted and find a common language. This is a subtle psychological point - in the presence of a boss, subordinates behave differently than without him. They feel freer and more relaxed. Therefore, acquaintance will occur in the easiest form.

Rule three - involve the new employee in the informal life of the team

So, the first acquaintance has passed, the new employee has been working in the team for some time. To consolidate the effect and speed up adaptation, we move on to the next stage. We have already written about how important informal events are for building team spirit. Corporate events, outings, sports competitions - all this contributes to the unity of employees. Therefore, immediately invite new employees to such events. And try to make them as comfortable as possible. It’s no good when a newbie stands by the wall and gets bored.

Rule four - protect people from toxic employees

At first, newcomers are happy to make any acquaintance in the team. And they can make friends with those who will not influence them very well, initially setting a negative attitude. Almost every team has those who are always whining about low salaries, incompetence of management, subjective attitude, and so on. We have already written about toxic employees - protect new employees from their influence.

As a leader, you know the team better than anyone else. Therefore, try to gently guide the new employee in his first acquaintances. Describe who is what. Like, this is Ivan Ivanov, our best employee of the month. And this is Petr Petrov, he is the first candidate for dismissal. Draw your own conclusions, dude. If a guy is smart, he will understand your subtle hints.

This should be done as gently as possible. Most likely, your words will reach everyone - employees love to chat and discuss the manager’s words over a smoke break or lunch.

Now let's move on to the more important part - professional adaptation. There are also a few rules here.

Adaptation of new employees

Hiring an employee is a long and complex procedure. The employee has not yet begun his duties, but financial and time resources have already been invested in him. Any employer is interested in ensuring that the adaptation of new employees takes place as quickly as possible. What you can do for this:

1. Develop an adaptation plan. This is a manual for the HR department and a new manager, which shows step-by-step measures to introduce the employee to the process. This can include:

• Introductory tour. This should not be neglected; often an employee is embarrassed to ask where the canteen or break room is located.
• Internal rules and regulations: work and rest hours, rules for using a mobile phone during working hours, schedule of meetings and team building events, dress code adopted by the company.
• Hiring an employee: signing an employment contract, issuing a hiring order, making an entry in the work book.
• Introducing the employee to how information is exchanged in the company: through instant messengers, email or using a CRM system, as well as issuing a login and password for corporate mail.

Any company develops, and regulations change along with it, so the plan needs to be periodically updated: remove unnecessary things and supplement with new information.

2. Conduct training or education. These could be events designed to train new employees or general sessions for all employees. They can be individual or group, for example, a ready-made introductory video course in a corporate training system.

3. Attach a mentor. It is to the mentor that the new employee can ask any questions about the organization of work, communication with other departments and other important nuances.

4. Establish communication with your immediate supervisor. A newbie should receive feedback from his boss. It may be worth setting aside a special time for this where you can ask all questions and get feedback on your work. It is important for a manager to pay attention to signs of maladaptation in an employee’s behavior:

• decreased performance recently;
• poor relationships with the team;
• disregard for corporate culture norms;
• violations of discipline;
• dependence on a mentor or leader;
• decreased motivation.

5. Include the newcomer into the life of the team. It is necessary to introduce the employee to the team, tell him what his duties will be, and what questions he can be contacted about. If the organization is large, it is better to duplicate this information in an email newsletter. Team building events are also suitable for this. A beginner can prove himself in sports or creative projects. Not everyone is ready to immediately become actively involved in corporate life, but if a person shows initiative, we need to give him this opportunity.

Anna Leonova , employee of the personnel motivation and adaptation department of ICL Services:

“A new job is always stressful, whether you are a senior specialist or an intern. A new team, office, responsibilities or processes are all a potential risk that the newcomer will not like it and will leave for another company. That's why organizations do everything they can to minimize these risks. At ICL Services, the adaptation of new employees is worked out to the smallest detail. We understand that the less time a newcomer spends on entering a position, the faster and more efficiently he will begin to work and benefit the business. The first thing a new employee sees after HR in a company is his mentor. The mentoring program lasts 3 months and helps to socialize in a team. There is always someone nearby who can tell you: how to use the internal portal, how to apply for training, who to contact on a work issue, or where the canteen is located. ICL Services received the prestigious IT HR Awards for this program. The portal has been studied, the recruiter's kit is on the table, the equipment has been received, and now the first letter arrives in the mail. In it, the employee sees that he was expected at a new place. By the way, all colleagues also receive a newsletter with a photo of the newcomer, so that they understand which team he works for. The introductory training talks about the work of all departments of the company, social responsibility, processes and projects. Department heads and top executives come here to talk live about the company’s mission, what’s here and why. Such training is carried out as the group is recruited. To make it easier to understand the unofficial rules of behavior in open space, the company has developed a comic where it explains what is good and what is not so good. We also have an electronic adaptation course. In it, the employee sees what trainings he must undergo and what information he must study so that the work becomes clearer and easier. After the probationary period, the employee undergoes a “360” assessment, which is designed to assess his success during this period. The employee is assessed by his manager, colleagues with whom he worked, and, of course, himself. You should always remember that there are two parties involved in hiring and onboarding. And a newcomer also evaluates the company when he comes here. And if he couldn’t adapt, that’s a question for the company.”

How is a checklist useful?

The issue of adaptation is regulated
: there are instructions, you can go through them and check the boxes. The instructions are public: the new employee, the mentor and the entire team are involved in it.

Checklist is a scalable and flexible tool

. I share it with you, you will share it within the company and team. Most of the checklist is general: not tied to a specific functional department, does not contain nuances related to the product, processes, architecture, everyday issues and traditions. Add general points to the template and supplement it, depending on the functional department whose employees are thinking about doing onboarding in their team.

Road map of goals before your eyes

. It makes the probationary period more comfortable. This is a clear sequence of actions - a set of 30-50 points that will bring him closer to his goal step by step. Going through the points is like a game with different missions that must be completed to get to the “Big Boss”. The more you complete, the closer the victory.

The fastest possible entry of employees

. Don't forget about business. You spent a lot of money and resources to hire a great specialist, did not lose him and brought him to production performance as quickly as possible - this is the main goal, the company is happy.

Argument for early completion of probation

. For some newbies, the checklist becomes a challenge. I met people who completed it ahead of schedule and completed all points in 1.5-2 months. This is a good help in discussing the issue of early termination of the probationary period. You can approach management with a document and say: “Look, we have a procedure, regulations. Usually it takes 3 months, but Dasha completed it in 2. We checked, everything is fine, let’s take it.”

You can use an example of an onboarding checklist for a quality assurance specialist. The general structure and logic of compilation are presented as in the material. For the rest, adapt to your own needs.

The checklist is a useful adaptation tool.
But the adaptation system even has automated tools. They help a newcomer gain new experience, reduce the risk of losing employees and increase the speed of their “acceleration”. What these tools are and how to use them in practice, we will talk at Knowledge Conf 2021. If you have something to tell about knowledge management, we are waiting for you among the speakers - submit a report. Submission deadline is March 18. If you are more interested in listening, and then applying new practices and experiences, book your tickets, the price will increase on February 23. Follow new articles about knowledge management on Habré, in the Telegram channel, ask questions in the conference chat.

Let's summarize

Onboarding should not be viewed as a process of learning a new job. It involves immersing an employee in a new environment, understanding the rules of behavior, interacting in a team, accepting corporate norms, and establishing relationships with colleagues and partners. The adaptation process is mutual: the organization evaluates the employee, and the employee evaluates the organization. A lot of time is spent searching for a suitable specialist, especially a highly qualified one, so every employer is interested in ensuring that the employee starts working with maximum efficiency and benefit as quickly as possible. Adaptation of new employees can go in different ways: somewhere a newcomer is thrown into the thick of things, hoping that he will figure it out on his own; somewhere they are treated with care so that the stress experienced by the employee is minimal. It is important to understand that the duration of adaptation does not coincide with the duration of the probationary period; it can take up to four months or more. A developed adaptation plan, the assignment of a mentor, and a system of training and corporate education will help speed it up.

Success Methods

Let's look at what a boss can do.

1. Mentoring. A newcomer is introduced to an experienced employee who acts as a mentor and helps him adapt.
2. Newcomer's party. During a corporate event, he is introduced to the intricacies of work.
3. Creation of corporate PR. The company creates a reference book in which a beginner can find all the answers.
4. Briefing. The employee is introduced to the company and its requirements. This happens with the participation of colleagues who answer questions.
5. An email to which the new employee receives all the instructions to facilitate speedy adaptation.

Let's look at how to speed up your adaptation.

1. It is important to find external and internal peace. If a person is balanced, he will create a better impression of himself, will not be confused at the very beginning of the work process, and will be able to activate the forces necessary for his activities.
2. There is no need to harbor illusions, to hope that the new work will be without mistakes and everything will work out with ease. Also, don’t expect that all employees will immediately like you.
3. In a team you need to behave confidently, in a business-like manner, while remaining a friendly person. Smile more often, people should see that you are in the right place. It is advisable to try to remember the names of new colleagues as quickly as possible.
4. Observe the team from the outside. Even if you have some information about the organization, it is better to see with your own eyes what is happening inside. This way, during informal communication, you can identify facts that might have been kept silent or embellished.
5. Don't be afraid to ask. Understand that new knowledge will add strength to you. In addition, this will facilitate rapid adaptation. During the first working days, an employee may be given a lot of important information, so it is better to record it somehow, for example, by writing it down.
6. It is important to perform your duties efficiently. Pull yourself together, be patient, demonstrate your business activity. Remember that the way a newcomer does his job can be used to evaluate him in the team.
7. There is no need to get personal; do not rush to find friends among new colleagues. There is no need to give out all the information about yourself to everyone. It is possible that in this team there will be warring parties who will try to pull you over to them.
8. It is unacceptable to be delayed or late. Try to be punctual. But you shouldn't stay after work if you don't have to.

First 90 days of a new job

The goal during the first few months is to take ownership of your new role. During this period, you must psych yourself up to do your job to the best of your ability.

Adaptation to a new team in the first months consists of the following points:

1. Challenge yourself . In many situations we have more power than we feel.

As Harvard psychology professor Ellen Langer said, “Social psychologists argue that who we are always depends primarily on the context in which we find ourselves. But who creates this context? The more mindful we are, the more we can create the contexts in which we find ourselves. When we create context, we are more likely to be authentic. Mindfulness allows us to see things in a new light and believe in the possibility of change.”

Set ambitious goals for yourself and work to achieve these goals. Repeat this process constantly, aiming for better results each time. You may not always achieve your goals, but the process of work itself will give you significant personal and professional growth.

1. Set boundaries . You may have spent the first month of your new job compromising your personal time. Maybe you started coming in early and finishing later than everyone else, maybe you took on extra projects to help others. This is a natural process in a new environment.

However, in the first few months of your job, you should begin to reestablish boundaries that allow you to do your core job. While you must continue to be a team player, learning to say no will help you stay focused on your goals and manage your time effectively.

1. Discuss your three-month progress with your manager . In some organizations, 90-day screening of new hires is common practice. Even if your employer doesn't have this practice, you can ask your manager for an informal review.

This is a simple way to check yourself that you are on the right track and meeting expectations. In your review, you can provide an update on the goals you set in the first months. It will also be useful for you to know what your boss expects from you in the next three months or even a year.

1. Reconnect with old colleagues . Now that you've settled into your new job, it's time to reconnect with former employees and see how they're doing. Maintaining your professional network is a good way to keep your finger on the pulse of the job market.

Indeed.com research shows that 65% of employed people are looking for new jobs again within the first three months of starting work!

1. Believing in yourself is the key to success in a new job . You will undoubtedly encounter disappointments and make mistakes. Don't focus on what you still have to do. Instead, focus on how far you've already come and where your hard work will take you.

If you have more ambitious plans for your new job, and you are striving to gain leadership in a new team, then we advise you to read our article “How to become a leader in a team. Practical actions."

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Typical newbie mistakes

Research has shown that some individuals tend to make the same mistakes on their first day at work, which greatly complicates their subsequent adaptation to a new team. Such oversights include:

• being late for work;
• forgetting the name of your immediate supervisor;
• rudeness towards other employees;
• boasting about one's social status, intelligence, or material wealth;
• attempts to “suck up” to the authorities;
• comparison of the organization with the previous place of work;
• preaching one's own beliefs;
• attempts to criticize the actions of colleagues;
• flirting with the person you like;
• willingness to take on extra responsibilities.

Psychologists strongly recommend that you do not make the above mistakes if you plan to stay at this job for more than one month and win over other employees.

Fear and excitement of the new team

Another problem that can hinder comfortable adaptation to a new workplace can be fear and anxiety. After all, an anxious person is inclined to make ridiculous mistakes, talk nonsense and generally look stupid in the eyes of others. Why does this happen? Let's figure it out.

Low self-esteem

Before going to work, such individuals will certainly ask themselves a number of questions, for example: “ How suitable am I for this position ? What if I fail to cope with the responsibilities assigned to me? What if new colleagues consider me an incompetent employee? And so on, in the same spirit. In a word, the individual purposefully doubts his own usefulness and is afraid to leave his usual comfort zone.

Weak communication skills

Fear of other people can also arise from the inability to maintain a conversation . If a person is not able to adequately communicate with colleagues, then it will be difficult for him to adapt to the realities of a new job.

However, the fault does not always lie solely with us. Sometimes the team itself deliberately makes communication difficult. For example, if a woman gets a job in a company where only representatives of the fairer sex have been working successfully for a long time, then they may simply not allow her to adapt and will eventually “push” her away. Another negative factor could be the fact that you took the place of an employee who was highly valued and respected in the company. As a result, be prepared to be constantly compared to a person you have never met.

Focusing on the negative

This problem is typical of people who “love” to torment themselves with gloomy thoughts and anxious forebodings. A few hours of “mental masochism” and the person goes to work “charged” with negative energy, ready to be humiliated by colleagues from the first seconds. Oddly enough, such pessimists really attract problems to themselves where they could have been avoided.

Fear of new leadership

The origins of such fear come from the same low self-esteem. It is this that prevents the individual from presenting himself to his boss in a favorable light. As a result, he trembles if he is called into the boss's office , and such cowardice certainly will not go unnoticed by his colleagues. This is clearly not a reason why people will respect you.

So, we have found out the main points that influence how successfully a person will join a new team. Now we should move on to specific psychological advice that can facilitate such an important task for each individual.

Adaptation to a new team - advice from a psychologist

General recommendations for adaptation to a new workforce:

• Don't try to please everyone;
• take a closer look at your colleagues (some will be close in spirit, some will become a neutral character, and some may not like you or you - this is normal);
• maintain a friendly-neutral attitude;
• do not try to become the life of the party;
• do not give up your system of values, beliefs and views (even “for appearances”);
• develop psychological flexibility and a sense of humor, study conflict management (you must be prepared for the fact that the team will be wary of you - conflicts may arise);
• arrange your workplace to suit you, but within the framework of the organization’s concept.

What should you do if colleagues or management lash out at you, criticize you, scold you? Calmly thank for the comment, take into account everything said and correct the mistake. And also politely remind that you are undergoing adaptation. You will need time to figure everything out, and the help of more experienced and wise workers. If conflicts arise, resolve them immediately and do not hush them up.